Bagali, MM / HR as subject / Publication / Research paper publication / / HR/ HRM/ HRD/ ....Recent Trends in Industry and Business: The Implications for Business Education

1. good morning [ afternoon ]
Recent Trends in Industry and Business:
The Implications for Business Education
mm bagali
JAIN University
FDP for Management Educators, Bangalore University, 18th Dec, 2015

2. Agenda
1. Business education: A snap shot
2. Business Trends: A changed landscape
3. The Future: Get Ready
4. Your Views and Analysis

3. Backdrop
Introduction
Around 700 Universities
All Variety of Universities
All have a B-School or Management Education
Recent Times Higher Education University Ranking
[ Nov 2015 survey results ]
2 University in first 250 rankings
– [https://www.timeshighereducation.com/world-university-rankings/2016 ]
B-School
Around 4000 Across India
3665 B School / 366 PGDM
All variety of B-School
How many of them rank in World Ranking… IIM-A/ IIM-B
Indian Ranking
Across 6-7 years
Same B-School, may be 15-18% new one join
What this communicate to all !!!!
1/1/2016 Reva University, 18th & 19th Dec 2015 3

4. Hard Facts
Demand for Course
Across India
Marketing 40
Finance 30
IT/ Entrepreneurship20
HR 10
Reasons
Wide scope
Jobs
Projects
Teaching Community
1/1/2016 Reva University, 18th & 19th Dec 2015 4
Demand for the Course
Marketing
Finance
IT / Empt
HR

5. View Points
(Datar, Garvin, & Cullen, 2010) MBA graduates lack in global perspective,
leadership skills, integration skills, recognizing
organizational realities and implementing
effectively, acting creatively and innovatively,
thinking critically and communicating clearly,
understanding the role, responsibilities and
purpose of business, understanding the limits
of models and markets
NASSCOM’s report (2012) In the absence of these skills, the MBAs do not
remain employable. This is furthered by the
indicating that not more than 25 per cent of
engineers and MBA graduates are employable.
several other studies
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6. 1/1/2016 Reva University, 18th & 19th Dec 2015 6
Institution /
Year
1857 1947 1950-51 1990-91 1996-97 2005-06 2007-08 2014-15
Universities 3 19 27 184 228 335 417 659
Colleges 27 496 578 6627 8529 18064 20,677 33,023
Students 5399 241369 263000 4925000 6755000 11028000 12121700 3000000+
Teachers N/A N/A 24000 272700 321000 480000 500000 700000+
Appended
Table No 1 : Status of Higher Education in India
1857 - 2015
Source: AICTE report, 2014-15

8. INDIA HAS A TREMENDOUS FUTURE
 India will be the third largest economy by 2040
 India will be the 5th largest consumer market by 2025
http://media.economist.com/sites/default/files/cf_images/20060916/CSU168.gif

9. http://www.indiaeducationreview.com/news/180-b-schools-closed-2012-160-pack-2013-assocham

10. INDUSTRY READINESS?
• “Only 29 percent of graduates from Indian business schools - excluding
those from the top 20 schools - get a job straight after completing their
course”
– Aditi Shah
• Part of this problem arises from students themselves (and their parents)—
their mindset and approach to knowledge
– Most come in without work experience
– See MBA as path to a job (even one for which they may be unfit)
http://in.reuters.com/article/2012/09/10/india-education-mba-business-schools-idINDEE88900W20120910

11. A LARGER ISSUE: DEGREES VS EMPLOYABILITY
http://jobmarketmonitor.files.wordpress.com/2012/07/fireshot-screen-capture-1324-the-week-i-hire-secondary-
week_manoramaonline_com_cgi-bin_mmonline_dll_portal_ep_theweekcontent_do_programid1073754899contentid12073376.png?w=750

12. THE REAL CHALLENGE
• The tragedy is that B-Schools have got relegated to the role of placement agencies and all students and
faculty are partners in the demise of the larger reason for the existence of a B-School - to create
entrepreneurs.
• … faculty also need to make contributions to knowledge, consulting, teaching and training. As of today it
seems that B-Schools are in the business of chasing training opportunities that are easy to capture
rather than creating knowledge that is meaningful and a reflection of our existing context.
• The real business of B-Schools is not to just churn out students, boast of great rankings but create
entrepreneurs and knowledge. The business schools in the country have fared miserably in both these
parameters and [in terms] of impact that would really put our country firmly on a map as a knowledge
capital of the world and an entrepreneurial hub that makes the world go around.
http://www.careers360.com/news/5091-B-Schools-Quality-check-is-must

13. EDUCATION’S PURPOSE IS TO CREATE A …
• Capable
• Confident
• Curious
• Creative
• Critical-thinking
• Compassionate
• Citizen

14. What is a Mega Trend?
Mega trends are global, sustained and
macro economic forces of development
that impacts business, economy, society,
cultures and personal lives thereby
defining our future world and its
increasing pace of change
Top Megatrends
Urbanization / Urban world
SMART City
Generation Y
Women Empowerment
Rise Of Middle Class
Reverse Brain Drain
Cloud Computing
Virtual World
Wireless Intelligence
N11 – The Next Game Changers: The next big emerging markets
coined as the Next 11, will be the future economic engines of
growth – signalling a shift in economic power in 2020 from BRIC
countries to nations of Bangladesh, Egypt, Indonesia, Iran, Mexico,
Nigeria, Pakistan, Philippines, South Korea, Turkey, Vietnam

15. Top 10 Business Trends That Will Drive Success In 2015-6

16. Information Economy
Technology
Emergence of Global Economy
Small Business concept
Informal network/ Network globally
Speed
Quality
Efficiency
More choices
Gen Y
Women Empowerment
Outsourcing
Cloud Computing
Virtual World
Robotics
New Business Models
Entrepreneurship rising

17. Marketing View Point
Focus On Connecting Customers
Will Invest In Mentoring And Engagement
Role of Salespeople Will Evolve
Tightly Integrated Sales and Marketing
Increases in Weekly Business Role Play
Divergent Customers – Price vs. Value
Challenges
Customer Satisfaction
Customer retaining
Market Cap
Sell fast / First
Under Customers

18. Human Resources View Point
Work-Life balance
Engagement
Performance Management
Dash Board concept
Talent
Identification
Engagement
Management
Retention
Challenges
Hiring
Skills
Attrition
Engagement levels
Compensation
Reward
Diversity
Inclusive growth
Regulations/ Code/ Rules

19. Finance View Point
ROI
M/ A
Small Business
Work from Home
2-3 join to start business
Challenges
Where to invest
Cultural issues
Compatibility
Flextime
Quality

20. Business Organisation
Nimble
Shared
Transnational
Entrepreneurship rising
Global marketplace
Collaboration and connection
Strategic Partnership
Employees manage their own hours- Flexi time

22. Common factors across al functional Areas in Business
Technology
Social Media
Apps
ERP
CRM
Business Intelligence
Mobile is key
Cloud
Big data
Analytics
Every decision on data must
Compliance
Enforcing Intellectual Property Rights

23. Future of Business Education

24. http://crisil.com/pdf/ratings/bschool-brochure.pdf
FACTORS AFFECTING QUALITY:
CRISIL’S GRADING CRITERIA

25. General MBA
Leader+ ship
Relevance to practice
Prepare for the future
Multi-geographies [ immersion programs]
Students make School
faculty make Program
Management make the Brand
Alumina make the rest of all
Need for broader research approaches
Prepare students for a broader range of careers

26. Know, Do, Be
The “knowing” component:
The facts, frameworks, and theories that make up the core understanding of a profession or
practice
Examples: the forces determining industry structure, the meaning and measurement of
return on capital, and the four Ps of marketing
The “doing” component:
The skills, capabilities, and techniques that lie at the heart of the practice of management
Examples: Execute tasks as a member of a team, implement a project, conduct a
performance review, deliver an effective presentation, sell a product, and act innovatively
The “being” component:
The values, attitudes, and beliefs that form managers’ world views and professional
identities
Examples: the behaviors that exemplify integrity, honesty, and fairness, awareness of
personal strengths and weaknesses, the preferred treatment of others, the purpose and
goals of organizations

27. IMPROVING TEACHING:
SOME THOUGHTS

28. •In the era of the Internet, there is no shortage of useful resources
–Latest: Massively Open Online Courses (MOOCs)
–Need to be tailored to the Indian context
•The ecosystem needs to be developed to ensure sharing of best practices
–Need a network that focuses on improving B schools
–Need to incentivize good teaching, content sharing
•But the biggest challenge may be mindset
INVESTING IN CONTINUOUS IMPROVEMENT

29. DO WE TAKE THE INITIATIVE TO TAKE ADVANTAGE OF NEW OPPORTUNITIES?

31. Lectures have limited impact
Reading about problems or memorizing principles doesn’t help a practitioner in application of
concepts and knowledge to real-life problems
DISCUSSIONS help achieve this objective! By putting the learners in ACTIVE LEARNING MODE
When educational objectives focus on
Qualities of mind (curiosity, judgment, wisdom)
Qualities of person (character, sensitivity, integrity, responsibility)
Ability to apply general concepts and knowledge to specific situations
DISCUSSIONS ON REAL-WORLD ISSUES

32. PREPARING FOR THE FUTURE

33. OUR WORLD IS CHANGING DRAMATICALLY
• Attracting the world to India
– Competition from foreign business schools – Indian campuses and tie-ups with Indian
business schools Students?
• “International students will come to India when India is recognized as a major education
centre, when India is seen as a desirable destination for expatriates to live in, and when
Indian institutions can give an ‘MBA’ degree instead of the PGP diploma or certificate.”
– Ajit Rangnekar, Dean, Indian School of Business
http://www.ft.com/cms/s/2/4d7dbae8-c1bc-11df-9d90-00144feab49a.html#ixzz2JbBm8cqh

34. Few Questions always….
Can we create manager in class room
How is class room teaching enough
is PhD must for faculty
Is experience for students must
Is specialization to be offered
How big should the class size be
MOOC has come? What next for class room setting !!!

35. M M Bagali, PhD
Professor of Human Resource Management,
Head, Research in Management,
JAIN University
CMS annex, # 319, JPnagar, 6th Phase,
17th Cross, 25th Main,
Bangalore, India, 560 078
t: 80 43430400 / f: 080 26532730
e: mm.bagali@jainuniversity.ac.in
n: http://in.linkedin.com/in/mmbagali
www.jainuniversity.ac.in
Contact me